There are few topics that are simultaneously as ancient and as modern as the topic of leadership. In our Army, the elements of effective leadership are infused in much of our training, doctrine, tactics, techniques, procedures, and even daily conversations. Despite the extraordinary attention the Army–and many other institutions in our society–pays to the subject of leadership, the answer to the question, “What makes a good leader?” is neither simple nor universal.
The basic requirements and capabilities for leaders to be successful at all levels of leadership are common across all branches, warfighting functions, and components. The U.S. Army Training and Doctrine Command oversees 32 Army schools organized under eight centers of excellence, each focused on a separate area of expertise within the Army. Each of those centers of excellence provides blocks of instruction and dedicates time to enhancing basic leadership attributes and competencies and branch-specific training.
The lights go down as the briefing to the combatant commander begins. “Sir, at 0330 hours local time, hostilities commenced. Following its pre-war doctrine, our adversary initiated a series of anti-access/area-denial attacks to disrupt coalition forces’ deployment. Focusing almost exclusively on our logistics and force projection enterprises, the enemy has achieved decisive results.
How should professional military education change in the 21st Century? Innovative Learning: A Key to National Security, the newest publication from the Army Press, answers this question by offering proposals from some of today’s most original thinkers on transforming teaching and learning. The solutions offered in this book range from sweeping curriculum reforms to the more radical idea of classrooms with neither teachers nor structure of any kind. To download a copy of this collection, go to: Innovative Learning: A Key to National Security
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– See more at: Army Press: Encouraging Writing Across the Force
FORT KNOX, Kentucky (Dec. 7, 2015) — Dec. 30 submission deadlines are fast approaching for a dozen Army fellowship opportunities managed by the U.S. Army Human Resources Command, or HRC.
In January 2015, at the suggestion of the Deputy Assistant Secretary of the Army for Civilian Personnel, Ms. Gwendolyn DeFilippi, the Army Management Staff College partnered with the Civilian Senior Leader Management Office to stand up a program to engage Army Civilian Senior Executive Service (SES) leaders in the Army Civilian Education System. Referred to as the “SES Engagement Program,” a senior executive from across the Army Enterprise spends a full week with an Advanced Course class.